When working conditions degrade gradually enough, we tolerate them even though they're intolerable. The cost is chronic high-intensity stress. We become short with each other. We hurt each other. Productivity falls. Quality degrades. Worst of all, we take our troubles home, which can spread the misery and which limits our ability to recharge and repair.
To regain control, we must recognize the indicators of chronic high-intensity stress. Here's a little catalog.
You might be stressed if…
- …someone asks you for comfort about being stressed, and you blow your top.
- …you add to your to-do list stuff you've already done, just for that feeling of accomplishment when you check it off.
- …you suddenly realize that although your desk is usually neat, it's been an unholy mess for three weeks and you never noticed.
- …you suddenly realize that although you usually don't mind a messy desk, you now feel an overwhelming compulsion to clean it up.
- …you suddenly realize that 40% of what you've eaten today contains some form of chocolate.
- …you no longer feel the effects of consuming two espressos before 8 AM.
- …you take a ten-minute break to relax, but after minute three, all you can think about is whatever you were taking a break from.
- …sleep mostly consists of waiting to get up until some hour that you think most people would consider reasonable.
- …you believe that even if you nod off in a meeting, nobody notices, because you do it cleverly.
- …things that used to be only mildly annoying are now unbearable.
- …things that used to be unbearable are only mildly annoying compared to the really idiotic stuff that's happening now.
- …everyone around you seems totally stressed, but you think you're absolutely fine.
- …everyone around you seems calm, but you think it's because they haven't yet grasped the reality of the situation.
- …you thought you were decisive before, but now you're making decisions before you realize you've made them.
- …when you have to decide something, all you can do is dither about it endlessly.
- …you feel an irresistible urge to make decisions that aren't yours to make.
- …after you arrive You might be stressed if
you feel an irresistible
urge to make decisions
that aren't yours to makewherever you were going, you can't remember why you went there.
- …even though you're not a VIP, the conference room goes all quiet the moment you enter.
- …it isn't just that you couldn't keep the thread of what she was saying, it's that you couldn't keep the thread of what you were thinking.
- …you bite someone's head off over something they had nothing to do with.
- …two hours late, you realize you missed lunch.
- …two hours to go, and all you can think about is lunch.
- ..you've finally figured out how the whole thing fits into a nice, neat pattern.
- …you believe that you could actually save the company if only they would do it your way.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenEFWcJJVrQbNZZOgWner@ChacaMXHDSvnkeetgYxeoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Think Before You PowerPoint
- Microsoft PowerPoint is a useful tool. Many of us use it daily to create presentations that guide meetings
or focus discussions. Like all tools, it can be abused — it can be a substitute for constructive
dialog, and even for thought. What can we do about PowerPoint abuse?
- Indicators of Lock-In: II
- When a group of decision makers "locks in" on a choice, they can persist in that course even
when others have concluded that the choice is folly. Here's Part II of a set of indicators of lock-in.
- Top 30 Indicators That You Might Be Bored at Work
- Most of the time, when we're bored at work, we know we are. But sometimes, we're bored and we just don't
realize it. Here are some indicators of boredom that might escape some people's notice.
- The Artful Shirker
- Most people who shirk work are fairly obvious about it, but some are so artful that the people around
them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.
- The Risks of Too Many Projects: I
- Some organizations try to run too many development projects at once. Whether developing new offerings,
or working to improve the organization itself, taking on too many projects can defocus the organization
and depress performance.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbreneePxYBmYIDJlWRwkner@ChacuFfayioBMadkgVMeoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.